Employees “increasingly raising AI fears”

Employees are spontaneously raising concerns about AI, job security and trust when asked about their wider experience at work, suggesting organisations need to consider the human impact of AI alongside technology, governance and training.

Analysis by employee experience specialist People Insight found thousands of workers across hundreds of organisations mentioned artificial intelligence in open-text employee survey responses despite rarely being asked directly about the technology.

Instead, employees brought up AI when answering broader questions about what they would change at work, what would help them perform more effectively and what their organisation was doing well.

The findings suggest AI is already becoming part of the wider employee experience, with workers identifying both opportunities to make their jobs easier and concerns about how the technology could affect their roles and working lives.

Employees identified potential uses including reducing routine administration, summarising documents, supporting translation and producing first drafts.

Some also expressed frustration about restricted licences, blocked tools and unclear organisational policies which they felt prevented them from experimenting with AI responsibly.

However, concerns included job security, accuracy, data protection, copyright, ethics and the environmental impact of AI.

One employee said: “I do not fear AI tools. I fear that they would be seen and used as an easy way to eliminate jobs.”

Another called for greater transparency to prevent “hearsay and anxiety about AI” becoming a larger source of insecurity.

The findings are particularly relevant for employers as AI adoption accelerates across UK workplaces. While much of the focus has been on productivity, skills and governance, uncertainty around how AI will affect jobs, responsibilities and decision-making could also become a workforce wellbeing issue.

A lack of clarity around organisational plans could contribute to anxiety and insecurity, while employees may also be less willing to discuss concerns if they believe critical views of AI are discouraged.

One respondent said: “I have been hesitant to share my views because I do not feel that more critical perspectives on AI are always welcomed.”

People Insight said the responses challenge attempts to divide employees simply into AI enthusiasts and sceptics. The same employee may see opportunities to use AI to improve their work while simultaneously wanting greater reassurance around employment, safeguards and organisational decision-making.

The company argues that organisational AI readiness should therefore extend beyond having the right technology, policies and training to include whether employees have the clarity, trust, capability and opportunity to use AI effectively.

Tom Debenham, managing director of People Insight, said: “Many organisations are looking at AI readiness through platforms, policies and training. Our employee comments show why that is not enough. People are already thinking about how AI could improve their work, but they are also asking difficult and reasonable questions about jobs, trust and accountability.

“AI adoption will not be a simple top-down technology rollout. Organisations need strategic direction and appropriate governance, but they must also listen to employees, learn from practical experimentation and respond honestly to concerns.”

People Insight is preparing to launch an AI readiness assessment designed to identify where employees are prepared for AI-enabled change and where uncertainty or anxiety remains.

The assessment will also look at areas where organisations may need targeted communication, manager training or practical support, with employers able to repeat the process to monitor how workforce attitudes change over time.

Debenham added: “Companies should be excited about AI’s potential, but successful adoption depends on understanding where employees are starting from. An AI readiness assessment gives leaders evidence they can act on, helping them focus investment, prepare managers and build the trust needed for responsible experimentation.”

Supporting employees through the transition may require organisations to consider not only whether people have the skills to use AI, but whether they understand what it means for their role, feel able to question its use and trust their employer to communicate openly about how the technology will reshape work.